Organization Behaviour CHAPTER TWO PPT.pdf

Organization Behavior

1. CHAPTER TWO
Foundation of Individual
Behavior in an Organization
CHAPTER
TWO
By: BirukT.

2. I. Perception,
Attribution,
and Individual
Decision
Making

3. INDIVIDUAL BEHAVIOR

5. Individual Behavior
Behaviorrefers to the response made by the individual. The
response may be the result of influence of external factors.
The external factor is termed as stimulusand the action taken by
the individual is known as response.
Both heredity and environmentdetermine the behavior of an
individual.

6. Perception
A process by
which individuals
organize and
interpret their
sensory
impressions in
order to give
meaning to their
environment

8. Self-awareness & Others Understanding

10. Attribution Theory: Judging Others
Our perception and judgment of others is significantly influenced by
our assumptions of the other person’s internal state.
–When individuals observe behavior, they attempt to determine whether it
is internally or externally caused.
•Internal causes are under that person’s control
•External causes are not under the person’s control

11. Errors and Biases in Attributions
Fundamental Attribution Error
–The tendency to underestimatethe influence of external
factors and overestimatethe influence of internal factors
when making judgments about the behavior of others
–We blame people first, not the situation

14. Barriers to Accurate Perception
1. Similar-to-me effect or projection
2. Selective perceptions
3. Halo effect
4. Contrast effects
5. Stereotyping
6. Primacy effect
7. Recency effect
8. Distortion

16. 2.Selective Perception
2.SelectivePerception
Itisatendencytoobservepeopleselectivelyandaccordinglyinterpretbasedon
theirinterest,background,experienceandattitudes.Forexample,aproduction
managerisalwayslikelytoidentifytheneedtostrengthentheproduction
system;themarketingmanagerwillfocusonlyonthemarketingresearchand
salespromotionsactivities.

18. 3. Halo Effect
3.HaloEffect:
Itistendencytodrawageneraloverallimpressionaboutanindividualbasedon
singlestrikingcharacteristics.Forinstance,ifapersonspeaksEnglishfluently,
wetendtoassumethatthatpersonisveryknowledgeable,intelligent,smart,
cleveretc.hardworking,smartetc.

19. 4. CONTRAST EFFECT

20. ◦Evaluation of a person’s characteristics that are affected by comparisons
with other people recently encountered who rank higher or lower on the
same characteristics
◦Contrast effect isan unconscious bias that happens when two
things are judged in comparison to one another, instead of being
assessed individually.

21. 5. Stereotyping
Stereotyping
Judging someone on the basis of one’s perception of the
group to which that person belongs.

22. CONT..
•Forexamplewegenerallyperceivemanasexecutive
andwomanassecretaryevenifthesituationmaybe
different.
•Forexample,categoryofteenagerswouldgenerallybe
independent,indisciplineandsoon.Inrealitythismaynot
betrue.Similarlyweattachpositiveattributetojudges,
professorsanddoctorsandnegativeattributestoschool
dropouts,addictsalthoughtheymaynotbereallyso.

23. 6.Projection
6. Projection
Attributing one’s own characteristics to other people-can
distort perceptions made about others.It is easy to judge others if we
assume that they are similar to us.

25. Learning
Individual Behavior

27. •Learning
–Anyrelativelypermanent
changeinbehaviorthatoccurs
asaresultofexperience.
•Involveschange
•Isrelativelypermanent
•Isacquiredthroughexperience
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28. Cont………
•Learningbringsrelativelypermanent
changeinhumanbehaviorthatoccursasa
resultofexperience.
•Allcomplexbehaviorisalearnedbehavior.
•Ifwewanttopredictandexplainbehavior,
wemustunderstandhowpeoplelearn.
•Itiscontinuousprocess,whichoccursall
thetime.
•Wecannotseelearningbutwecansee
changedbehaviorasaconsequenceof
learning.
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29. 29

30. 30

31. 31

32. OPERANT CONDITIONING
•Operantconditioning,sometimesreferredtoasinstrumental
conditioning,isa method oflearningthat
usesrewardsandpunishmenttomodifybehavior.Through
operantconditioning,behaviorthatisrewardedislikelytobe
repeated,andbehaviorthatispunishedwillrarelyoccur.
•Forexample,whenyouarerewardedatworkwitha
performancebonusforexceptionalwork,youwillbeinclinedto
continueperformingatahigherlevelinhopesofreceiving
anotherbonusinthefuture.Becausethisbehaviorwas
followedbyapositiveoutcome,thebehaviorwilllikelybe
repeated.
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33. 33

34. 34

35. 35

36. 36

37. 37

38. 38

39. 39

40. 40

41. ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O N
W W W . P R E N H A L L . C O M / R O B B I N S© 2005 Prentice Hall Inc.
All rights reserved.
PowerPoint Presentation
by Charlie Cook
Attitudes, and Job
Satisfaction
INDIVIDUAL BEHAVIOUR…..

43. Attitudes
•Attitudesarepositiveornegativefeelingsconcerning
objects,people,orevents
•Attitudesarethusresponsestosituations.
•An attitude can be defined asa predisposition to respond in a favorable or unfavorable way
to objects or persons in one's environment. When we like or dislike something, we are, in
effect, expressing our attitude toward the person or object.
•An Attitudea mental position with regard to a fact or state. a helpful attitude.
: a feeling or emotion toward a fact or state. a negative attitude. an optimistic
attitude

44. COMPONENTS OF ATTITUDE

45. COMPONENTS OF ATTITUDE
1. Cognitive component
–The opinion or belief
segment of an attitude.
–It consists of belief, ideas,
values and other
information that an
individual may possess or
has faith in.
–Ex.“Ibelievespidersare
dangerous.”
2. Affective Component
–Theemotionalorfeeling
segmentofanattitude.
–isrelatedtoperson’sfeelings
aboutanotherperson,which
maybepositive,negativeor
neutral..
–Itisanexpressionoffeelings
aboutaperson,objectora
situation.
–Ex.“IloveChocolet”

46. 3. Behavioral Component
–Anintentiontobehaveinacertainwaytowardsomeoneor
something.
–isrelatedtoimpactofvarioussituationsorobjectsthatleadto
individual’sbehaviorbasedoncognitiveandaffectivecomponents.
–Cognitiveandaffectivecomponentsarebasesforsuchbehavior.
–Formertwocomponentscannotbeseen;onlythebehavior
componentcanbeseen.
–Formerisimportantbecauseitisabaseforformationofattitude.
–EX.“IwillavoidspidersandscreamifIseeone.”

47. EXAMPLE

49. Types of Attitudes
•JobSatisfaction
–Acollectionofpositiveand/ornegativefeelingsthatan
individualholdstowardhisorherjob.
–Anindividual’sgeneralattitudetowardhisorherjob.
–Apersonhavingahighlevelofsatisfactionwillgenerallyhold
apositiveattitudewhiledissatisfiedpeoplewillgenerally
displaynegativeattitudetowardslife.
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50. Types of Attitudes
•JobInvolvement
–Identifyingwiththejob,activelyparticipatinginit,andconsidering
performanceimportanttoself-worth.
–Employeeswithahighlevelofjobinvolvementstronglyidentify
withandreallycareaboutthekindofworktheydo.
–Highlevelsofjobinvolvementhavebeenfoundtoberelatedto
fewerabsencesandlowerresignationrates(turnover).
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51. Types of Attitudes
•OrganizationalCommitment
–Identifyingwithaparticularorganizationanditsgoals,andwishingto
maintainmembershipintheorganization
–Affective,Normative,andContinuanceCommitment
•Highorganizationalcommitment
–Increaseproductivityand job
satisfaction
–Minimizeabsenteeismandturnover
–Makebetterworkplacerelation
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52. Why are some people quiet and passive,
while others are loud and aggressive?
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53. To be continuous……..
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